Replying to LO30507 --
IF this article is electronically accessible I would really appreciate a
reference to it....
with kind regards
Chrisk
----- Original Message -----
From: "Wirth, Ross" <RWIRTH@citgo.com>
To: <learning-org@world.std.com>
Sent: Tuesday, August 26, 2003 5:24 PM
Subject: Learning organization without management's support? LO30507
> Replying to LO30497 --
>
> Malcolm,
>
> I agree with your comments on emergent grassroots change. A few months ago
> I came across an article that examined emergence of organizational change.
> What was very interesting was the belief in planned change even when the
> evidence indicated success originated naturally at the grassroots through
> cultural emergence. Essentially, the organizational members didn't see
> emergence because it was outside their paradigm for organizational change.
> What they saw was interpreted as being driven by top management as this fit
> their paradigm for organizational change. This expectation of top
> management power to drive change flies in the face of all the evidence
> indicating the need for the organization to embrace the vision for change
> for it to occur. Because emergent change occurs slowly within the culture,
> those who are involved really don't see it happening because they are too
> involved in living the culture. This brings up the real power of Shared
> Vision. Again, I am not talking about a top management or planning
> department vision, but one consistent with organizational learning,
> developed across the entire organization. Successful planned change is only
> successful to the extent that it is able to INFLUENCE the organization's
> shared vision. The key here is influencing and not attempting to control.
--"Chris Klopper" <syntagm@icon.co.za>
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